As a values-driven, people-orientated, progressive organisation, we believe that by creating an environment in which everyone feels valued as an individual and is motivated to give their best, we create stronger, more well-balanced teams.

Policies and management

We focus on strong leadership, proactive and inclusive resourcing, talent development and effective reward and recognition.

Our Resourcing Policy sets out a framework for the recruitment and selection of employees with the right values, behaviours, mix of skills and experience to support business activities. It is underpinned by our Leadership Framework outlines what leadership looks like to us and the capabilities that it comprises, and our Code of Conduct which defines the behaviours we expect and the ethical standards we adhere to.

We celebrate difference and promote inclusivity believing that diversity of thought, approaches and experiences enrich our culture as a business, as set out in Equality, Diversity and Inclusion policy.

Above all, our policies encourage behaving with integrity, and in an honest and fair way.

We make all of our people aware of our policies on joining, within contracts of employment, inductions and new starter packs, and make the policies available through our BMS and intranet. Any new or updated policies are communicated through news alerts. We also mandate training on key themes such as diversity, discrimination, modern slavery, GDPR, anti-bribery and corruption and cyber security.

Employee engagement such as that through surveys and our Employee Forum provide an effective communication channel between our people and the Board, strengthening voice at Board level and ensuring their feedback shapes the way we work.

Ensuring compliance

Our people can raise issues of non-compliance with their line manager or Human Resources (HR). We also have an independent whistleblowing line, which allows individuals to report concerns anonymously. An authority and approvals matrix gives HR and senior management sight of offers of employment and other areas requiring approvals, such as expenses claims. HR input into disciplinary, grievance or redundancy situations ensures that managers follow the appropriate policies. Completion of mandatory training modules is monitored weekly and followed up where needed.

1  We have revised the methodology used to calculate our early careers numbers to align to the methodology used by The 5% Club, of which we are a Platinum member. This now includes sponsored students on work placements as well as graduates, apprentices and trainees as at 31 July for the respective year. Historic numbers have been restated to reflect this.

Performance

Employee advocacy

Employee advocacy is a powerful indicator of how engaged employees are, measuring how likely they are to recommend our business as a great place to work.

In our 2025 employee survey, we achieved an employee advocacy score of 87% compared to a sector average of 81%. Our employee engagement score, which is made up of a number of factors including motivation, commitment to our vision and pride in the company, was also above the sector average at 75% compared to 72% for the construction sector and 64% for UK companies.

Analysis by CultureAmp, our survey provider, indicates that our people feel “valued, respected, and supported” by colleagues and managers.

Early careers

Early careers roles (apprentices, trainees, graduates and sponsored students) remain a key area of focus for both retention and recruitment as these roles help us to grow our own talent, shape our leaders and influence the skill sets and composition of our future workforce, including diversity.

• We maintained our early careers roles at 10.1% of our workforce (2024: 10.2%).
• We were voted the number one place for both apprentices and graduates to work in TheJobCrowd’s list of Top Construction and Civil Engineering Companies. In addition, Galliford Try ranked seventh for apprentices and 21st for graduates UK-wide across all sectors.
• We are proud to have retained our Platinum membership of The 5% Club, which recognises the business’s commitment to inclusion and social mobility, future growth of ‘earn as you learn’ opportunities and the quality of training and development. Platinum membership is awarded to companies that have 10% or more employees in ‘earning and learning’ roles.
   

Gender diversity

Employing more women in our business is key to accessing diverse skills and talent.

In FY24, the proportion of females across Galliford Try increased slightly to 23.0% from 22.5 % last year.

• During the year, we have continued work on our ‘Women into Construction’ project  which has seen us survey the women who work at Galliford Try to understand their perspectives on the challenges women face in their careers, the specific barriers for women in operational roles in construction, the stages of women’s careers where they are most likely to be impacted, and the areas we need to target to position us as a recognised place for women to establish long-term flexible careers.
• We also enhanced maternity pay (full pay) entitlement from 13 weeks to 26 weeks and established a £2,500 returner’s bonus payment for employees who return to work from maternity/adoption leave and are still employed by the company 12 months from the date they return to work.
• Since 2020, we have reduced our mean gender pay gap from 28.8% to 24.1%, and our median gender pay gap from 32.2% to 27.7%.

Career paths

We value learning at every level of the organisation and provide opportunities for our people to grow, both personally and professionally, and build ‘Careers Without Compromise’. This could mean developing them further in their current role, supporting a sideways step, or helping them to move to a different area of the business. In support of these objectives, and following a review by working groups across the business, we launched our new Career Paths app to help our people understand what career progression options are available to them within the Group.

There are 120 Career Paths, each with bespoke development options and ‘Success Factors’ – the key competencies including technical and behavioural indicators needed to be successful. Each Career Path is built around the idea that 70% of learning comes from on-the-job experiences, 20% comes through feedback and coaching from other people, and 10% comes through formal training.

Our Learning and Development team has also developed a new version of our GT Academy app, with a new set of resources and content types and the ability for employees to personalise their experience, bookmark content and create their own playlists.

Equity, Diversity and Inclusion

We completed the delivery of inclusive leadership education and awareness sessions to all our business unit leadership teams. These consisted of in-person modules, self-evaluations and personal action plans to embed inclusion into their business plans.

To continue to develop our culture, we have also started the roll-out of Active Bystander training, which aims to help our people recognise and challenge any inappropriate behaviour they may see by providing them with the knowledge, tools and confidence to safely intervene.

We continue to work with The Clear Company, a global diversity and inclusion specialist, using their Clear Assured standard to embed the most inclusive practices across our organisation.